This document outlines an approach for identifying and resolving problems. It discusses becoming an ethnographer to understand problems by observing without biases. Hunting for patterns involves careful systematic observation. It is important to circumvent filtering by seeking different voices, especially from younger people and those on the periphery. Developing alertness involves creating systems for heightened awareness. Celebrating useful failures means learning from mistakes rather than avoiding risks. The overall goal is to improve problem finding and resolving skills.

1. IDENTIFY
CRITICAL/POTENTIAL
PROBLEMS
& IMPLEMENT
RESOLUTION
STRATEGIES
MATT KESBY
1
KESBY.CO

2. PROBLEM FINDING
PROBLEM RESOLVING
COURSE INTENTION
Insights, knowledge and tools and to identify / prevent and deal
with issues.
Time out to review what are some of the problems you are
currently facing.
2
Past problems that have provided lessons learned.

3. PROBLEM FINDING
PROBLEM RESOLVING
FOUNDATION
KESBY.CO
3
Albert Eistein & Peter Drucker
Questions Remain the same, answers & strategies will change

4. 4
Many great minds
PROBLEM FINDING
PROBLEM RESOLVING
FOUNDATION

5. PROBLEM FINDING
PROBLEM RESOLVING
FOUNDATION
Problem Types?
• Drucker 4 Types of Problems
Truly Exceptional
Truly Unique
Generic
but unique
to the institution
Early manifestation
of a new
generic problem
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Truly
Generic

6. 6
PROBLEM FINDING
PROBLEM RESOLVING
FOUNDATION
Problem Types?

7. 7

8. PROBLEM FINDING
PROBLEM RESOLVING
WELCOME
KESBY.CO
8
Hi my name is________
My role is____________
One Critical, Potential OR Current problem I am
facing is
______________________________________
____________________________________

9. PROBLEM FINDING
PROBLEM RESOLVING
IDENTIFY CRITICAL/POTENTIAL
PROBLEMS
1.PROBLEM FINDING
IMPLEMENT RESOLUTION
STRATEGIES
KESBY.CO
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2.PROBLEM RESOLVING

10. 1.PROBLEM FINDING
PROBLEM FINDING
IDENTIFY CRITICAL/POTENTIAL
PROBLEMS
1.1 Become an
Ethnographer
1.2 Hunt for
patterns
1. 3 Be aware of
Filtering
1. 4 Activate your
Brain as your Weapon
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1. 5 The Problem Finders
Challenge
1. 6 Develop
Alertness
1. 7 Celebrate
Useful Failures
1. 8 Improve how
we Talk & Listen

11. 1.1 Become an
Ethnographer
PROBLEM FINDING
PROBLEM FINDING
Focus Groups
Focus Groups
• Focus Groups
• like chain saws
Modern day "Undercover Boss"
• Modern day "Undercover Boss"
• Say one thing - do another…
why?
• Leading Questions
• Presuppositions
• taken for granted
assumptions
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• Unconscious mind
11
• Group Dynamics

12. 1.1 Become an
Ethnographer in
• Warning - people change when being observed (Theory
PROBLEM FINDING
PROBLEM FINDING
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12
use can shift to Espoused Theory)
•
undercover boss…and the cameras

13. 1.1 Become an
Ethnographer
PROBLEM FINDING
PROBLEM FINDING
Subject & Objective Truths
Subject & Objective Truths
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• The world is flat (disproved in empirical action by Christopher
•
Columbus and Ferdinand Magellan).
• Gorillas are murderous beasts (disproved empirically by Diane
Fossey).
• The earth is the center of our universe (disproved empirically by
Nikolaus Kopernikus).
• The British were meant to rule India (disproved empirically by
Mahatma Gandhi).
• Only men could make good pilots, women being too
feeble/fragile to do it (disproved empirically by Amelia Earhart).

14. 1.2 Hunt for
Patterns
PROBLEM FINDING
PROBLEM FINDING
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• HONING POWERS OF OBSERVATION
• Get out & LOOK…not just manage by walking around
• Careful systematic observers. People, process,
facilities

15. 1.2 Hunt for
Patterns
PRINCIPLES OF EFFECTIVE OBSERVATION
Do’s
PROBLEM FINDING
PROBLEM FINDING
Don’ts
Try to wipe away preconceived notions
Begin with a strong expectation
before you start observing
of what you expect to see.
Collect observations under different
circumstances and from varied
perspectives.
Seek informants wisely
Take good notes, including quotes
from key conversations, and collect
important artifacts.
Engage in active listening
Draw major conclusions from a
very small and/or biased sample of
observations.
Rely on the lone voice of a socalled expert
Try to commit everything to
memory.
Ask leading questions
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Keep systematic track of observations
Seek and record data primarily
that surprise you or contradict your prior
to prove a preexisting hypothesis
beliefs

16. 1.2 Hunt for
Patterns
TOOL: OBSERVATION SHEET
Notes
KESBY.CO
Feelings &
Objective/F
Impressions
actual
16
Active listening
+ local vocabulary
PROBLEM FINDING
PROBLEM FINDING

17. USEFUL TOOLS
KESBY.CO
PROBLEM FINDING
PROBLEM FINDING

18. KESBY.CO
PROBLEM FINDING
USEFUL TOOLS
18
PROBLEM FINDING

19. PROBLEM FINDING
USEFUL TOOLS
19
PROBLEM FINDING

20. 1.3 Filtering
PROBLEM FINDING
PROBLEM FINDING
• Efficiency Concerns
• Leaders want proactive
• FaceTime is limited
• Pressures for conformity
• Confirmation Bias
• Advocacy
• bolster
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• withhold

21. 1.3 Filtering
5 STRATEGIES FOR CIRCUMVENTING
FILTERS
Strategy
Description
Listen with your
Create regular opportunities for direct candid conversations between key
own ears
constituents and senior leaders. Hold executives accountable for responding to
the concerns they hear.
Seek different
voices
Rotate responsibilities for key reports and presentations. Ask to meet
with different people from lower levels of the organisation. Seek out the people
who actually so the work or use the product.
Connect with
young people
Seek out the youngest and the brightest inside & outside your
organisation. Learn new trends and technologies.
Go to the
periphery
Communicate with employees in distant geographical regions, units
exploring new technologies, or small new ventures trying to get off the ground
outside the firm’s core market. Focus on the disconnects between what people
are saying at the core versus versus the periphery of the business.
Talk to the
“nons”
Make it a habits to speak with the non-customers, non-employees and
non-suppliers – those who choose not to interact with the organisation for
some reasons.
KESBY.CO
PROBLEM FINDING
PROBLEM FINDING

22. PROBLEM FINDING
1.4 The Brain as
Your Weapon
22
PROBLEM FINDING

23. 1.4 The Brain as
Your Weapon
PROBLEM FINDING
PROBLEM FINDING
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Left & Right
• The Symphony approach - RB
• Radiant Thinking, Right Brain
• Meditation - building the Monk Muscle

24. 1.4 The Brain as
Your Weapon
PROBLEM FINDING
PROBLEM FINDING
Communication
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• Verbal - Active Listening
• Non Verbal

25. PROBLEM FINDING
1.4 The Brain as
Your Weapon
25
PROBLEM FINDING

26. 1.4 The Brain as
Your Weapon
PROBLEM FINDING
PROBLEM FINDING
• Knowing what questions to ask...
Dig deeper
• What else would we like to
know in order to make a good
decision?
• Have we made some assumptions
that could be validated
through additional information
gathering?
within the group?
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Where could we find that
26
• Would additional data resolve
the differences of opinion

27. 1.4 The Brain as
Your Weapon
PROBLEM FINDING
PROBLEM FINDING
• Knowing what questions to ask...
Keeping it simple
• Why?
• Why?
• Why?
• Why?
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• Why?

28. 1.4 The Brain as
Knowing what questions to ask...
Your Weapon
PROBLEM FINDING
PROBLEM FINDING
Scrutinising Our Assumptions 7 Key Questions
• 1. What are the facts in this situation?
• 2. What issues remain ambiguous or uncertain?
• 3. What explicit and implicit assumptions have we made?
• 4. Have we confused facts with assumptions?
• 5. How would an outsider with an unbiased perspective evaluate
each of our assumptions?
• 6.How would our conclusions change is each of our key
assumptions proves incorrect?
• 7. Can we collect data, conduct a simple experiment, or perform
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certain analysis to validate or disprove crucial assumptions?

29. 1.4 The Brain as
Your Weapon
PROBLEM FINDING
PROBLEM FINDING
Sixth Sense - Intuition
• Thin Slicing, Blink Malcolm
Gladwell
• Building your sixth sense
muscle
• Subconscious (the Brain's
peripheral vision)
periphera
• Throwing a tennis ball
& catching with reflex
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response

30. KESBY.CO
PROBLEM FINDING
1.4 The Brain as
Your Weapon
30
PROBLEM FINDING

31. 1.4 The Brain as
Your Weapon
USEFUL TOOLS
PROBLEM FINDING
PROBLEM FINDING
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Mind Maps

32. 1.5 The Problem
Finders Challenge
PROBLEM FINDING
PROBLEM FINDING
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Time Matrix

33. 1.5 The Problem
Finders Challenge
PROBLEM FINDING
PROBLEM FINDING
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Risk Vs Reward
• FireFighting Crack Junkies
• Q1,2,3
Make problem identification a Q2
NOT Q3 Activity

34. 1.6 Develop
Alertness
Systems
Switching on your heightened
PROBLEM FINDING
PROBLEM FINDING
Awareness
• Systems
DEFCON
Air Raid Sirens
Code Blue
ON AIR Sign
Early
warning/detect
ion
• Communication Traffic Lights
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•
•
•
•
•

35. 1.6 Develop
Alertness
Systems Awareness
Switching on your heightened
Defence
Exerci
condition
se term
Description
Readiness lour
PROBLEM FINDING
PROBLEM FINDING
Co
DEFCO
COCK
Nuclear war is
ED PISTOL imminent
Maximum
readiness
hite
W
DEFCO
FAST
Next step to
PACE[3]
nuclear war
War
readiness
Re
d
N3
Increase in force
readiness above that
DEFCO
ROUN required for normal
D HOUSE
readiness
Medium
readiness
low
N4
Increased
intelligence watch and
DEFCO
DOUB strengthened security
LE TAKE
measures
Above
normal readiness een
Gr
Normal
readiness
Blu
N2
N5
DEFCO
OUT
FADE
Lowest state of
readiness
e
Yel
36
N1

36. 1.6 Develop
Alertness
Systems
Managing yourself
PROBLEM FINDING
PROBLEM FINDING
• Mental / Mind / To Learn
• Physical / Body / Live
• Social/Emotional / Heart / To
Love
• Spiritual / Spirit / To Leave a
Legacy
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The 8th Habit, Stephen Covey

37. 1.7 Celebrate
Useful Failures
PROBLEM FINDING
PROBLEM FINDING
Dyson
“I made 5,127 prototypes of
my vacuum before I got it
right.”
“There were 5,126 failures,
but I learned from each one.
That’s how I came up with a
solution. So I don’t mind
failure.” James Dyson
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Net worth >$1.6B

38. 1.7 Celebrate
Useful Failures
PROBLEM FINDING
PROBLEM FINDING
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Alessi

39. 1.7 Celebrate
Useful Failures
PROBLEM FINDING
PROBLEM FINDING
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Walking the Talk - OK to fail

40. 1.7 Celebrate
Useful Failures
PROBLEM FINDING
PROBLEM FINDING
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• blameless reporting system

41. 1.7 Celebrate
Useful Failures
PROBLEM FINDING
PROBLEM FINDING
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IDEO Fail soon fail often

42. 1.7 Celebrate
Useful Failures
PROBLEM FINDING
PROBLEM FINDING
45
IDEO Fail soon fail often

43. 1.7 Celebrate
Useful Failures
PROBLEM FINDING
PROBLEM FINDING
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Scientific method

44. PROBLEM FINDING
PROBLEM FINDING
1.7 Celebrate
Useful 6.1
Failures
How to assess failures Fig
- What process did they
employ to formulate
their plan?
- Did they conduct an
effective pilot, if
possible?
- Did they seek to learn
from similar past
projects?
During the Failure
After the Failure
- Did they measure
progress
systematically?
- Did they adapt their
original plan based on
interim feedback?
- Did they throw good
money after bad?
- Did they accept
personal responsibility?
- Did they try to learn as
much as possible from
the failure?
- Did they salvage any
tangible and/or
intangible assets from
the failure?
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Before the Failure

45. 1.8 Improve how
we Talk & Listen
PROBLEM FINDING
PROBLEM FINDING
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Tenerife Tragedy 1977

46. PROBLEM FINDING
1.8 Improve how
we Talk & Listen
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PROBLEM FINDING

47. 1.8 Improve how
we Talk & Listen
PROBLEM FINDING
PROBLEM FINDING
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• Communication Errors

48. 1.8 Improve how
we Talk - & Listen
Interpersonal Communication Leaders as Teachers
PROBLEM FINDING
PROBLEM FINDING
Crew Resource Management
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1. Opening or attention getter - Address the individual. "Hey Chief," or
"Captain Smith," or "Bob," or whatever name or title will get the person's
attention.
2. State your concern - Express your analysis of the situation in a direct
manner while owning your emotions about it. "I'm concerned that we may
not have enough fuel to fly around this storm system," or "I'm worried that
the roof might collapse."
3. State the problem as you see it - "We're only showing 40 minutes of fuel
left," or "This building has a lightweight steel truss roof, and we may have
fire extension into the roof structure."
4. State a solution - "Let's divert to another airport and refuel," or "I think we
should pull some tiles and take a look with the thermal imaging camera
before we commit crews inside."
5. Obtain agreement (or buy-in) - "Does that sound good to you, Captain?"

49. KESBY.CO
PROBLEM FINDING
1.8 Improve how
we Talk & Listen
52
PROBLEM FINDING

50. PROBLEM FINDING
1.8 Improve how
we Talk & Listen
53
PROBLEM FINDING

51. KESBY.CO
PROBLEM FINDING
1.8 Improve how
we Talk & Listen
54
PROBLEM FINDING

52. PROBLEM FINDING
1.8 Improve how
we Talk & Listen
55
PROBLEM FINDING

53. 1.8 Improve how
we Talk & Listen
PROBLEM FINDING
PROBLEM FINDING
• Hand overs - critical if
information missed
• Teach to speak up when they
spot problems
• Listen effectively
KESBY.CO
• EXERCISE: In table groups.
Pick a situation where people
in your team are required to
complete a hand over.
Brainstorm a hand over check
list for a specific situation.
56
• Hand overs - "a few simple
communication strategies"

54. PROBLEM FINDING
PROBLEM RESOLVING
IDENTIFY CRITICAL/POTENTIAL
PROBLEMS
1.PROBLEM FINDING
IMPLEMENT RESOLUTION
STRATEGIES
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2.PROBLEM RESOLVING

55. IMPLEMENT RESOLUTION
STRATEGIES
2.PROBLEM RESOLVING
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2.1 Rally the
troops
2.2 Define the Problem &
Design solution together
2.3 Execute
against the plan
2.4 Celebrate
Success / Close Out

56. 2.1 Rally the
Troops
PROBLEM RESOLVING
PROBLEM RESOLVING
59
The Persuasion Cycle
Communication - Check
willingness

57. 2.1 Rally the
Troops
PROBLEM RESOLVING
PROBLEM RESOLVING
Trust 13 Behaviours
Character:
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrong
5. Show Loyalty
•
•
•
•
•
•
Competence
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectations
10. Practice Accountability
•
•
•
•
Character and Competence
11. Listen First
12. Keep Commitments
13. Extend Trust
The Speed of Trust, Stephen MR Covey
60
•
•
•
•
•
•

58. 2.2 Define the Problem &
Design solution together
• What’s the REAL
problem?
PROBLEM RESOLVING
PROBLEM RESOLVING
COMMON
MISTAKES
Problem defined too
broadly or narrowly
• What's the Goal?
• Engage, clarify
relationship
• Agree & commit
(WIN:WIN agreements)
Focus on symptoms
instead of causes
Wrong problem
selected. (Easiest Vs
Most Important)
• Account
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• Update

59. 2.3 Execute
against the plan
• Methodology
Project Management
The 4 Disciplines of
Execution
PROBLEM RESOLVING
PROBLEM RESOLVING
WATCH
OUT
URGENCY
TRUMPS
IMPORTANCE
TQM
Flow chart
White board
....
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Check list

60. 2.4 Celebrate /
close out
PROBLEM RESOLVING
PROBLEM RESOLVING
• Why is celebrating
success / closing
out important?
• Brainstorm ways to
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celebrate success

61. USEFUL TOOLS
PROBLEM RESOLVING
PROBLEM RESOLVING
WIN:WIN Agreements for implementing resolution strategies
Agreement Between:
For:
Time Period:
Contribution Statement:
Desired Results
What are the goals, measures, deadlines and weighting?
Guidelines
What key criteria, standards, policies, or procedures should be followed?
Resources
What people, budget, and tools are available
Accountability
How will we give feedback? How often?
What are the consequences if the agreement is not fulfilled?
64
Consequences
What are the rewards if the agreement is fulfilled?

62. EXERCISE & CASE STUDY
65
Identify Critical / Potential Problem
Table Group Exercise

65. PROBLEM FINDING
PROBLEM RESOLVING
FLOODS BRISBANE
[EXERCISE]
• Knowing what questions to ask...
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• What else would we like to know in order to make a good
decision?
• Have we made some assumptions that could be validated
through additional information gathering?
• Would additional data resolve the differences of opinion within
the group?
• Where could we find that information?
• Does anyone have access to that type of data?

66. FLOODS BRISBANE
[EXERCISE]
69
Identify Critical Problem
Table Group Exercises re Floods

67. 70
KESBY.CO

68. 71

69. PROBLEM FINDING
PROBLEM RESOLVING
FLOODS BRISBANE
[EXERCISE]
• Knowing what questions to ask...
• Scrutinising Our Assumptions 7 Key Questions
• 1. What are the facts in this situation?
• 2. What issues remain ambiguous or uncertain?
• 3. What explicit and implicit assumptions have we made?
• 4. Have we confused facts with assumptions?
• 5. How would an outsider with an unbiased perspective evaluate
each of our assumptions?
• 6.How would our conclusions change is each of our key
assumptions proves incorrect?
• 7. Can we collect data, conduct a simple experiment, or perform
KESBY.CO
72
certain analysis to validate or disprove crucial assumptions?

70. PROBLEM FINDING
PROBLEM RESOLVING
FLOODS BRISBANE
[EXERCISE]
Round 1: Collaborate & Mind Map your resolution strategy
Discuss at table groups
What are our options?
What would you choose to do & why?
Brain Storm & Mind Map your table’s plan
Have a leader from each table report
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•
•
•
•
•

71. video
video
PROBLEM FINDING
PROBLEM RESOLVING
FLOODS BRISBANE
[EXERCISE]

72. Round 2: Complete CRM Questions
1. Opening or attention getter
2. State your concern
3. State the problem as you see it
4. State a solution
5. Obtain agreement (or buy-in)
KESBY.CO
PROBLEM FINDING
PROBLEM RESOLVING
FLOODS BRISBANE
[EXERCISE]

74. PROBLEM FINDING
PROBLEM RESOLVING
FLOODS BRISBANE
[EXERCISE]
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Implement Resolution Strategy

75. PROBLEM FINDING
PROBLEM RESOLVING
4DX in nature

76. PROBLEM FINDING
PROBLEM RESOLVING

77. PROBLEM FINDING
PROBLEM RESOLVING

79. 5 HOURS LATER
PROBLEM FINDING
PROBLEM RESOLVING

83. PROBLEM FINDING
PROBLEM RESOLVING
THANK-YOU
Next Steps
Register for your online access
KESBY.CO/IDENTIFYANDSOLVE
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CONTACT MATT.KESBY@GMAIL.COM